Below is an example of Section 1 of the iWAM Management Report. There are four
sections to the report, and Section 1 explains a person's profile in language
a manager would understand. iWAM measures 48 parameters for each person,
and we divide them into 16 categories. For each of the 16 categories,
the iWAM produces a summary of the person's score and what that implies
about behavior at work.

Section 1. Describing the person.

This section provides the individual's
test results in plain language. It describes the basic characteristics
of the person's attitude in terms of Motivation and Work Organization
Preferences. We grouped the 48 parameters in 16 pattern categories. For
each pattern category, the first paragraph gives an overview of the thinking
and behavior that is linked to the cognitive patterns. The following paragraphs
(in arial) explain how the person described by this
report scored on the patterns.

Action Level: Starts VS Follows

How much energy does this
person have for starting projects? Does he initiate or does he wait
for others to initiate? If he is a strong initiator, then he does not
have any patience. If he has a lot of patience, he does not initiate
for himself, but he will respond to transactions initiated by others.

He scores high on proactivity
(starting, taking initiative), and very low on reactivity (patience,
waiting, reflecting).
He tends towards action. He is motivated by situations where he can
do and act.

Work Approach: Doing, Conceptualizing
& Organizing

What is the internal process
this person uses when approaching or working on a task or project? The
three parts of this internal process are: Use, Concept, and Structure.
Where 'Use' is the activity and doing part, 'Concept', is the analytical
and philosophic part, and 'Structure', is the organizing and ordering
part. In what sequence does this person normally go through these parts
to do tasks?

Conceptual Activist (USE
> CONCEPT > STRUCTURE):
He starts by taking action. He understands the task or project based
on the activity, or performance. Next, he works on the theory, the concept,
and the consequences of this task or project. This step is in support
of and a follow up to his first step. Finally, he organizes the resources;
establishes lists, and identifies the relationships between the parts.
He is likely to spend the least time on the third step.

Compared to the average population,
when starting a task or project,

he is more interested
in taking action and focuses more on activity or performance of the
task or project. The actions and the direct results are crucial to
this person.

he is less interested
in the theory, the concept, and the consequences of this task or project.

he is less interested
in organizing the resources; establishing lists, and identifying the
relationships between the parts.

Action Direction: Focus on
Goals or on Problems

How well can this person
maintain focus on the goals? Is he able to recognize the problems which
would interfere with obtaining those goals? If he is highly focus, he
will have difficulty recognizing that things might be going wrong. He
will stay focused on his goals and not notice that rising problems may
interfere with achieving those goals. And, he is able to maintain priorities.
If he is not very well focused, he is excellent at recognizing and finding
problems. Whatever is going wrong becomes the highest priority for this
person. And, he becomes highly motivated in the face of problems.

He scores high on goal orientation,
and very low on problem focus. He is motivated by goals. He wants to
attain, achieve, get, and have. He tends to be so goal oriented that
he doesn't recognize that things are going wrong. He is able to maintain
focus on his goal and while he is focused on the goal his motivation
continues to come from that goal. He is motivated when he has a goal
to work toward. He works well within a set of priorities. When he doesn't
have a goal to attain he is not motivated. He is best suited for situations
where maintaining focus on the goal is the task.

Evaluation Reference: Internal
VS External

Does this person decide for
himself or does he need others to giving advice or even take the decision?
If he is strong in the ability to decide for himself, he will feel compelled
to decide. If he is low in the ability to decide, he can decide, but
he will need outside help to make those decisions.

He scores high on deciding
for oneself, and very low on involving others in decisions. He has to
decide for himself. He is motivated when he decides. He takes information
and evaluates that information by his own standards. He may listen to
instructions from others, but he takes it as information. He needs to
be in work situations where he takes his own decisions.

Task Attitude: Options VS
Procedures

Does this person follow procedures
or does he generate alternatives? If he generates alternatives he will
have difficulty following procedures; he can make procedures, but he
cannot follow them. If he follows procedures he will have difficulty
generating alternatives; he can follow procedures, but he cannot make
procedures.

He scores very high on
"generating alternatives", and very low on "willing and needing to follow
procedures". He is motivated to develop options and to find other possibilities.
He has difficulty following procedures, but is good at developing procedures.
When asked to follow procedures, he will balk.

Task Orientation: Breadth
VS Depth

When working with information,
what is the size of the pieces of information this person naturally
thinks about? Does he tend to work with large, medium sized or small
pieces of data? Is he global or detail oriented? When working on projects,
is he random or sequential in his approach?

He scores average on "keeping
the overview and understanding the big picture", and very low on "willing
to work with details and sequences".Breadth Person: He makes sense of the world as an overview. He
understands the big picture and knows about the details, but he has
trouble keeping his attention on the details for a long time. He thinks
about projects in global, random order.

Communication Sort: Affective
VS Neutral

How are this person's nonverbal
communications organized? Does he communicate using nonverbals or not?
If he understands how the communication is progressing based on the
nonverbal part of the communications, he tends to be expressive in his
facial expressions, his gestures, and his voice. If he is more reserved
and not expressive, he tends to understand communications based only
on the content.

He scores average on "having
attention for non-verbal communication", and very high on "focussing
on the content of the communication and the exact words used". He doesn't
pay much attention to non-verbal signals during face-to-face communications.
He understands the communications based only on the content of that
communications and by how he feels about what he has said and heard.

Work Environment Type: Group
VS Individual

Does this person want to
work around other people or not? Does he want social contact or not?
If he needs social contact, he will have difficulty performing tasks
which require that he work alone. If he does not need or want social
contact, he will have difficulty working with people around him.

He scores low on "needing
contact with others", and very high on "willing to work alone". This
person likes to work on his own. He does not want to have other people
near him as he works. His productivity drops when he works around others.
He does not need social contact to be productive. He prefers to have
the door to his office closed.

Work Assignment Type: Sole
VS Shared Responsibility

Does this person want sole
responsibility for the work results or does he want to share that responsibility?
If he wants sole responsibility, he understands organizational hierarchy
(he is comfortable having a boss and being a boss). If he wants to share
responsibility, he has difficulty with hierarchy (because he thinks
that everybody shares equally in the responsibility).

He scores average
on "wanting sole responsibility", and very low on "wanting shared responsibility".
He wants sole responsibility for the work he performs. He does not want
to share responsibility. He likes having a boss and being a boss. He
likes having a clear definition of that responsibility and he will notice
when others interfere. In team situations he wants each team member
to have their own responsibility.

Relationship Sorting: Similarities,
Comparison and Distinctions.

What is this person's cycle
time for projects, tasks, and jobs? Does this person want to move from
one thing to another quickly or does he like things to remain stable
for a long period of time? When his cycle time is finished and he is
ready to move to the next project, task, or job, he will need that change
or he will become depressed. At the beginning of this need for change,
a small change can be enough to satisfy the need for change (promotion,
department change, etc. .). But, if time progresses and there is no
change, the need for change will become greater and the depression will
deepen. This deepening of the depression is usually called "burnout."
After he makes a change of task, project, or job, he will feel refreshed
and his cycle is reset to zero.

Medium Change Person:
He wants to move from one project or job to another every 4 years. He
is happy being stable and productive and needs to cycle on to the next
project or job after 4 years. He performs well on 4 year (or shorter)
assignments.

Compared to the average population,

he is more interested
in keeping things the same as they were before. He may resist change.

he is more interested
in making things evolve. He wants to find better ways to do things

Temporal Processing: Concentration
on Past, Present and/or Future

When working on a project
or task, or when thinking about or organizing something, in what time
reference does this person tend to be? Is he remembering the past, is
he thinking about the present, or is he planning or projecting the future?
If he is mostly in the past, he will tend to evaluate the current situation
or future plan by comparing from the past to the present. Because things
have changed from the past, this sets up his need to be critical of
the current situation or future plan. If he is mostly in the present,
he will only notice what is happening now. He tends to be practical
about what is happening now, but may not learn from the past or plan
for the future. If he is mostly in the future, he will tend to look
at things in the past or present by extrapolating to the future. This
sets up daydreaming and hoping about the future.

He somewhat concentrates
on the past and he may tend to be critical.

He strongly concentrates
on the present and the 'now.' He tends to be practical.

He strongly concentrates
on the future and he has a tendency to dream about and hope for the
future.

McClelland's Motivational
Types: Hierarchical Criteria

What are the basic motivation
factors for this person? Is it Power, Affiliation, or Achievement? If
it is Power, he wants to have power, authority, and control over people
and things. If it is Affiliation, he wants to be liked and to belong
to some group. If it is Achievement, he wants to achieve the outcome.
And, what is the proportion between these three motivation factors in
him?

Compared to the average population
of Belgium, we would describe this person as:

High Power: He
is strongly motivated by situations where he has power, authority,
and control-over people and things.

Low Affiliation:
He is not motivated by situations where people like him and he can
be a part of the group. He is not motivated by situations where he
can belong to the group.

Very High Achievement:
He is motivated by situations where he can achieve. He wants to have
the rewards for what he has achieved. He wants to be noticed, appreciated,
and looked up to for what he has achieved.

When filling out the test,
this person puts these 3 motivational factors in the following order
(decreasing importance): (ACHIEVEMENT > POWER > AFFILIATION)

Norming - Rule Structure

How does this person deal
with the unwritten rules or the social contract in the work place? Does
he feel the need to tell others how they should act? Does he care about
how others act or does it leave him indifferent? Does he try to become
the kind of person the organization needs him to be? How well does he
tolerate the nonconforming behavior of others?

He does not want to or is
not able to tell others what behavior is expected from them.

He is not interested in telling
others how to behave and thinks everybody needs to set their own rules,
and stay out of each other's way.

He does not feel the need
to become the kind of person or worker the organizations wants.

He does not feel it is appropriate
for him to impose the rules on others. He accepts the nonconforming
behavior of others.

Convincer Patterns

How is this person convinced
about something or someone new? How does he gather the data to be convinced
and what does he do with that data to be convinced?

A. Input Representation

For gathering the data to
be convinced, does this person need to see, hear, read, or do something
to be convinced?

From the Profile answers,
we derive that in order to be convinced, he considers doing as
the most important factor.

Compared to the general population
of Belgium:

He does not need to see
something to get convinced.

He does not need to hear
how or hear about something to get convinced.

He does not need to read
information or instructions to become convinced.

He must actually do it
himself, or handle it, to be convinced.

B. Interpretation Process

As this person is gathering
this data to be convinced, how does he manipulate that data to complete
the process of being convinced? Does he need some set number of examples
of that data to be convinced? Does he need to collect that data for
some period of time to be convinced? Is he convinced before the first
example is finished? Or, is he never quite convinced?

Automatic: With only
a small amount or even partial information he quickly projects the rest
of the information. Then, he decides based on what his projections.
He often assumes based on very limited data.

Interest Filters

What does this person pay
attention to in the environment? What does this person have to be working
with to feel successful? The factors this person shows the most interest
for are the elements that this person wants to have in his environment
for him to feel like "doing one's job correctly. "

These are the person's interests,
sorted by decreasing importance:

Very High Information:
He wants to work with data, facts, information, and knowledge.

Very High Money:
He wants to work directly with money and financial data.

High Time: He is
focused on schedules and allotting time.

High Activity:
He focuses on activity and needs to manipulate activities.

Medium Tools: To
some degree, he wants to work with tangible tools, instruments, and
other things.

Very Low Systems:
He does not want to work with processes and systems.

Very Low Place:
He is not concerned about geographical, social, or political position.

Very Low People:
He does not want to work with people and their feelings.

The indications "very high", "high", "medium", "low", "very
low" indicate the importance of this interest filter for this person,
in comparison to the standardgroup.